This issue, Volume 30, Number 8, of the American Journal of Health Promotion, published in November 2016, is the last one for which I will serve as editor in chief. My first, Volume 1, Number 1, was published in June 1986, 176 issues, 30 years and 5 months ago. Given that this is my last issue; I am going to invoke a privilege that is sometimes bestowed upon esteemed professors in academia; the honor of presenting a ‘‘Last Lecture.’’
Successful HR and wellness professionals are always looking for new ways to sharpen their skills and gain some fresh perspectives. However, it’s probably safe to assume that many of them don’t have hours of free time to spare to attend multiple conferences or read an entire book.
The present paper outlines the concept of spirituality in the workplace and the growing interest of scholars, employees and organizations in this field. It helps understand the effects of spirituality in organization from the perspectives of employer and employee
A social workplace considers employee behavior to create a truly collaborative and engaged employee experience
Today's employees want flexibility to work remotely when they choose, or they are already working remotely because they can do their jobs anywhere
From the time you’re born, your relationships help you learn to navigate the world. You learn how to interact with others, express yourself, conduct everyday health habits, and be a part of different communities from those around you. Positive social habits can help you build support systems and stay healthier mentally and physically
The ability to work from anywhere has not lost its appeal in the past few years. On the contrary, working remotely offers employees a higher degree of autonomy that allows them to feel better prepared to do a good job and have a rewarding work experience.
These team-building activities can help improve team effectiveness. Leaders and team members can learn how to resolve issues and support each other. Developed by experts, these activities can help improve the ability of leaders and team members to respond effectively to workplace stressors and challenges
Sleep deprivation is associated with a higher mortality risk and productivity losses at work. Economic modelling of data from five OECD countries found that individuals who sleep fewer than six hours a night on average have a 13 per cent higher mortality risk than people who sleep at least seven hours
Longitudinal Data From Kansas State Employee Wellness Program examines the relationships between employees' trouble sleeping and absenteeism, work performance, and health care expenditures over a 2-year period